TM - February 2008 - (Page 39)

menu of learning offerings to its audience. This allows learners to pick and choose development activities that best fit their generational preferences, and it provides a single place where learners can go to browse content and pick and choose learning offerings. These types of solutions also provide hosting and managed services to update, validate, store and administer the organization’s customdeveloped and third-party content. This allows organizations to make a wide range of learning and performance management content available in a way that embraces various employee learning styles and considers generational sensitivities. To capitalize on multigenerational differences, establish intergenerational teams that merge each generation’s work styles while simultaneously improving efficiency, intergenerational collaboration and teamwork. To establish such teams effectively, finding common ground is an imperative. “Instead of focusing on differences between the groups, successful leaders appeal to their overlapping needs and desires,” said Tony DiRomualdo, Next Generation Consulting business researcher, writer and adviser. He said an HR executive at a manufacturing firm told him how individual members of one multigenerational team in her company have rallied behind each other over the shared desire for flexible work schedules. members with the knowledge and skills they need to understand one another’s perspectives and to work together to bridge those gaps. Further, if formal performance management processes consist of an annual fill-in-the-blanks evaluation form and one-on-one meetings between workers and their managers, it may be time to rethink performance management strategy from a generational perspective. Consider Generation Y. According to a recent “60 Minutes” report titled “Here Come the Millennials,” there are about 80 million millennials in or about to enter the workforce. Raised by “doting parents who told them they are special,” these millennials “played in Little Leagues with no winners or losers, The goal of any performance management strategy is not only to enhance performance but to retain top performers. Thus, today’s companies need to design advancement and compensation practices to meet the needs and expectations of multiple generations. or all winners” and were “laden with trophies just for participating.” According to “60 Minutes,” these workers want to be able to “roll into work with their iPods and flipflops around noon, but still be CEO by Friday.” Since Gen Y employees thrive on constant praise, talent managers might adjust performance management frameworks to provide these workers with more frequent opportunities to receive individualized evaluation and feedback. This group favors “Members of each age group value time off during standard work hours to pursue their personal interests. Senior workers want to take occasional afternoons off to go hunting. Younger workers sometimes like to stay out to the wee hours socializing,” DiRomualdo said. “Young workers pick up the slack for older workers during the afternoon, and their senior colleagues do the same for them in the mornings. Different interests and work routines are an advantage to the multigenerational team, instead of a source of conflict.” Remember, employees working within multigenerational teams may need a little help finding common ground. Companies should first openly acknowledge that generational gaps exist, and then provide team talent management magazine www.TalentMgt.com 39 February 2008 http://www.TalentMgt.com

Table of Contents Feed for the Digital Edition of TM - February 2008

Talent Management - February 2008 Editor's Letter - Talkin' 'Bout My Generation Contents Human Performance - Achievement Motivation: Top Talent At Any Age Leading Edge - Who's On First? Foundations - Managing the Next Generation Workforce Viewpoint - Talent Strategies That Work Are Talent Strategies That Stick Those Who Have Left: The Value of Building Employee Relationships Alternatives to 360s: The Manager's Role Compensation and Benefits For X&Y Build A Multigenerational Performance Management Strategy Development's Role in Creating A Culture Of Inclusion Tomorrow's Leader: Identifying the Next Generation Integrating Talent Management Systems Strategically Seagate Uses Yearlong Evaluations to Help Integrate Talent Efforts Western Union: Connecting Strategy and People Globally Advertisers' Index Editorial Resources Full Potential - The Best Time to Change? Right Now!

TM - February 2008

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